Thoughts on soccer and coaching from the University of Evansville Head Coach

Monday, April 30, 2012

HOW we communicate is as important as WHAT we say when building successful teams

Alex "Sandy" Pentland is the director of MIT's Human Dynamics Laboratory, and he wrote a fascinating article on communication and effective patterns of communication. Through enormous amounts of research, Pentland makes an impressive case for the importance of communication in building successful teams.

Our data show that great teams:

•Communicate frequently. In a typical project team a dozen or so communication exchanges per working hour may turn out to be optimum; but more or less than that and team performance can decline.

•Talk and listen in equal measure, equally among members. Lower performing teams have dominant members, teams within teams, and members who talk or listen but don't do both.

•Engage in frequent informal communication. The best teams spend about half their time communicating outside of formal meetings or as "asides" during team meetings, and increasing opportunities for informal communication tends to increase team performance.

•Explore for ideas and information outside the group. The best teams periodically connect with many different outside sources and bring what they learn back to the team.

You'll notice that none of the factors outlined above concern the substance of a team's communication. As I said, our badges only capture how people communicate — tone of voice, gesticulation, how one faces others in the group, and how much people talk and listen. They do not capture what people communicate.

This is purposeful. From the beginning, I suspected that the ineffable buzz of high-performing teams wasn't more about the how of communication than the what. My hypothesis was that the ancient biological patterns of signaling that humans developed in the millennia before we developed language — which is a relatively recent development — still dominate our communication. I was buoyed in this idea by research on just how sophisticated non-verbal communication can be across the animal kingdom. Bees, for example, use a marvelous system of dancing competitions to decide where to get their pollen.

According to our data, it's as true for humans as for bees: How we communicate turns out to be the most important predictor of team success, and as important as all other factors combined, including intelligence, personality, skill, and content of discussions. The old adage that it's not what you say, but how you say it, turns out to be mathematically correct.

Just how powerful these patterns of communication are can be surprising. For example, we can predict with eerie precision whether a team will perform well or not, and we can predict with a high rate of success whether or not team members will report they've had a "productive" or "creative" day based solely on the data from the sociometric badges. If this seems like a statistical parlor trick, it's not. By adjusting group behavior based on this data, we've documented improved teamwork.

Many people are uncomfortable with this. It suggests that a kind of biological determinism, that people who naturally display the good communication patterns will "win" and anyone not blessed with this innate talent will drag a team down. In fact, that's not the case at all. In our work we've found that these patterns of communication are highly trainable, and that personality traits we usually chalk up to the "it" factor — personal charisma, for example — are actually teachable skills. Data is an amazingly powerful tool for objectifying what would normally seem subjective. Time and again I've seen data become an incontrovertible ally to team members who may otherwise be afraid to voice their feelings about the team dynamics. They can finally say "I'm not being heard" and they have the data to back them up.

People should feel empowered by the idea of a science of team building, The idea that we can transmute the guess work of putting a team together into a rigorous methodology, and then continuously improve teams is exciting. Nothing will be more powerful, I believe, in eventually changing how organizations work.

World Football

Soccer Results

IF

If you can keep your head when all about youAre losing theirs and blaming it on you,If you can trust yourself when all men doubt youBut make allowance for their doubting too,If you can wait and not be tired by waiting,Or being lied about, don't deal in lies,Or being hated, don't give way to hating,And yet don't look too good, nor talk too wise:If you can dream--and not make dreams your master,If you can think--and not make thoughts your aim;If you can meet with Triumph and DisasterAnd treat those two impostors just the same;If you can bear to hear the truth you've spokenTwisted by knaves to make a trap for fools,Or watch the things you gave your life to, broken,And stoop and build 'em up with worn-out tools:If you can make one heap of all your winningsAnd risk it all on one turn of pitch-and-toss,And lose, and start again at your beginningsAnd never breath a word about your loss;If you can force your heart and nerve and sinewTo serve your turn long after they are gone,And so hold on when there is nothing in youExcept the Will which says to them: "Hold on!"If you can talk with crowds and keep your virtue,Or walk with kings--nor lose the common touch,If neither foes nor loving friends can hurt you;If all men count with you, but none too much,If you can fill the unforgiving minuteWith sixty seconds' worth of distance run,Yours is the Earth and everything that's in it,And--which is more--you'll be a Man, my son!